CORPORATE PLAN 2017-2022 · framed by the lush World Heritage listed Wet Tropics ... • Marketing and Communications ... he Corporate Plan provides direction for Council to achieve

2017-2022 CORPORATE PLAN 01 CAIRNS REGIONAL COUNCIL

CORPORATE PLAN

Serving the community

2017-2022


CONTENTS

Cairns Local Government area

World Heritage Listed Ar-eas – Wet Tropics and the Great Barrier Reef

Cairns Region (Tropical North Queensland)

Regional Population

278,375(as at June 2016)

Regional Economy

$14.2b(as at June 2016)

Population

160,285(as at June 2016)

Area

1687 sqkm

World Heritage Areas Wet Tropics &

the Great Barrier Reef

Message from the Mayor and CEO .......................Page 3Regional Profile ...................................................Page 4About Cairns Regional Council .............................Page 5Purpose, Vision, Strategy ...................................Page 6About Our Corporate Plan....................................Page 7Developing the Corporate Plan, Our Cairns ... Pages 8-10Strategic Goals – Economy .................................Page 11Strategic Goals – Natural Assets ....................... Page 12Strategic Goals – Liveability ............................. Page 13Strategic Goals – Community & Culture ............ Page 14Strategic Goals – Serving the Community ......... Page 15Business Units – Cairns Water & Waste ............ Page 16Business Units – Cairns Works .......................... Page 17


FROM THE MAYOR & CEO

Cairns Regional Council’s new Corporate Plan, which

will guide our operations from 2017 to 2022, has been

developed with a clear focus on shaping the future of our

city to provide the optimum social, economic and cultural benefits

for our residents.

Through initiatives and strategies outlined in the plan, Council will

focus on ensuring that Cairns is a place that espouses hope, gives

confidence, attracts investment, embraces smart city principles,

generates business activity, and creates jobs and opportunity for all.

To achieve this, we will work as a team that shares a common

vision and goals that will achieve real results and one that will

work hard and cohesively for the betterment of the entire region.

This Corporate Plan translates the identified community needs and

expectations derived from the Our Cairns survey in 2016 into clear

goals and measurable objectives to be achieved over the next five

years.

Underpinning this are values that will guide the operations of

the various departments of Council and ensure our staff are

responsive, professional and client-focussed.

The ongoing pursuit of continuous improvement will be present in

everything we do – from financial management to capital projects

to delivery of community programs. We will strive to do better

tomorrow what we do well today.

In serving the community, our most critical of obligations is in

providing value for money for ratepayers. We have built a culture

of doing more with less. This Council has consistently handed

down rates increases of CPI or less in recent years, while delivering

record capital works and expanding its scope of services.

Building on this, Council will continue to deliver quality

infrastructure and assets that will serve the community for

generations to come and meet the needs of a growing population.

As a Council, it’s important that we continue to support our

business community, in particular to create opportunities to further

grow our largest industry, tourism. We recognise the need to provide

not only for the 160,000 people who reside within our region, but

also the 50,000 visitors who may share our tropical city on any

given day.

We must also provide an environment in which our broader

economy can thrive; where businesses of all shapes and sizes are

encouraged to grow and to innovate; and which invites investment.

In doing this, we will strive to be a smart city that embraces

existing and emerging technology to meet the needs and

expectation of an evolving community. We will apply productive

and efficient processes when dealing with development, while

ensuring that the unique character and natural beauty of our

region is never sacrificed.

We remain steadfast in our commitment to protecting our natural

assets including the Heritage-listed Wet Tropics rainforest and

the Great Barrier Reef, through our strategies and action plans

to reduce the organisation’s impact upon the environment and

in providing pathways through which our community can be

proactive in taking environmentally responsible actions.

Nothing can be achieved without dedicated and knowledgeable

staff. As one of the Far North’s largest employers, Council will

continue to value the individual talents of our employees and

provide opportunities for career development.

As a Council, it is important that we are able to adapt our approach

and remain flexible so we can respond to the conditions we are

operating within.

The Corporate Plan is a dynamic document and as such will

be reviewed and modified to ensure it is a document that

is responsive to the community’s changing demands and

expectations.

We live in a one of the most beautiful places in the world; we

have spectacular landscapes; we are geographically perfectly

positioned; and we have abundant mining, agricultural and

marine resources and world-class tourism assets. We have many

opportunities before us and we are committed to maximising those

opportunities for the betterment of our region and its people.

John AndrejicCEO

Bob ManningMayor


REGIONAL PROFILEThe Cairns Region encompasses 1687 square kilometres of land on a narrow coastal strip between the Great Dividing Range and the Coral Sea. It extends from the Eubenangee Swamp (near Mirriwinni) in the south to the Macalister Range (near Ellis Beach) in the north.

T he region is part of Australia’s Wet Tropics and is

framed by the lush World Heritage listed Wet Tropics

rainforest to the west and north and the Coral Sea

and World Heritage listed Great Barrier Reef Marine Park

to the east. These attributes make the region a world

renowned destination.

Cairns city is the principal centre of the region and is

centrally located along the coastal strip with sub-regions

to the north and south consisting predominantly good

quality agricultural land and areas of high ecological

significance.

Cairns is Tropical North Queensland’s major commercial,

industrial, educational, retail and entertainment centre.

It is a sophisticated business centre which incorporates all

essential elements of a modern commercial environment

and an enriched cosmopolitan lifestyle. It provides a

diverse range of high quality professional and business

services both locally and internationally to our rapidly

expanding Asia Pacific market.

With well-developed transport and logistical networks,

extensive health and education services, a high standard of

living, affordable housing and vibrant cultural amenities,

the Cairns region is an ideal place to live, do business and

invest.


Cairns Regional Council is established under the Local Government Act 2009. The elected Council consists of the Mayor and nine Councillors who each represent a division. The administration is headed by the Chief Executive

Officer. Cairns Regional Council currently has approximately 1250 staff and an annual budget of more than $294 million. The administration of Council is divided into six departments. Five departments are headed by a General Manager, and Finance is headed by the Chief Financial Officer. Each reports directly to the CEO.

ABOUT CAIRNS REGIONAL COUNCIL

Ellis Beach

Palm Cove

Clifton BeachKewarra Beach

Trinity Beach

Yorkeys Knob

Holloways Beach

Machans Beach

Cairns

Edmonton

Gordonvale

Babinda

Miririwinni

Bramston Beach

Russell Heads

Redlynch

Smithfield

DIVISION 1

DIVISION 2

DIVISION 3

DIVISION 4

DIVISION 5

DIVISION 6

DIVISION 7

DIVISION 8

DIVISION 9

DIVISIONAL BOUNDARIES

COMMUNITY, SPORT AND CULTURAL SERVICES • Cairns Libraries• Parks and Leisure• Community Development• Cultural Services

FINANCE • Information Services• Finance• Cairns Shared Services (incorporating the Customer Service Centre)

PLANNING AND ENVIRONMENT • Regulatory Services• Strategic Planning and Approvals

HUMAN RESOURCES & ORGANISATIONAL CHANGE • Human Resource Management• Learning and Organisational Development• Workplace Health and Safety• Disaster Management• Governance• Marketing and Communications

INFRASTRUCTURE SERVICES • Building & Facilities Management• Cairns Works Maintenance• Cairns Works Construction• Capital Projects Delivery• Infrastructure Planning

WATER AND WASTE • Infrastructure• Waste Management• Operations

COUNCIL IS DIVIDED INTO SIX DEPARTMENTS:

AND HAS SIX STANDING COMMITEES:

•••• •

CULTURAL SERVICES

GOVERNANCE INFRASTRUCTURE SERVICES

PLANNING AND ENVIRONMENT

SPORT AND COMMUNITY

SERVICES

WATER AND WASTE


OUR STRATEGIC GOALS

OUR PURPOSE

OUR VISIONWe will:

Value our natural environment, lifestyle

and surroundings

Support and respect distinctive and vibrant

communities

Be innovative and creative, grow and

diversify our economy

OUR STRATEGYTo promote an environment which values and enhances our unique lifestyle, iconic natural assets, supports a sense of

community and furthers our economic prosperity

Economy Natural Assets

Liveability Community and

Culture

Serving the

Community


GUIDING PRINCIPLES

Cairns Regional Council recognises that as communities change and develop, the role of Local Government

must evolve. Whilst Local Government has a key role in the delivery of municipal services, Council understands that it has a responsibility to the community to deliver a more comprehensive and sustainable approach to the management and development of this region. To do this, Council will adopt an approach to civic leadership and decision making whereby economic, environmental, and community considerations are equally embraced for the well-being of present and future generations.

MEASURING SUCCESS OF OUR CORPORATE PLAN

Through Council’s integrated planning framework, the Corporate Plan is linked to its Operational Plan

initiatives via Strategic Actions. Council will report on the progress of delivering on its long term objectives through quarterly reports on activities undertaken in the Operational Plan. Further reporting on the Corporate Plan progress will be undertaken when Council produces its Annual Report.

ABOUT OUR CORPORATE PLANThe Corporate Plan provides direction for Council to achieve a

sustainable future for the region. Contained in the Corporate Plan are Strategic Goals, Outcomes and Strategic Actions which provide the direction from which other Council plans, policies and strategies are developed. The Corporate Plan objectives will be delivered through annual operational plan initiatives and resourced by capital and operational budgets. Annual operational plans and quarterly progress reports will demonstrate Council’s progress in implementation of the Corporate Plan.

CAPITAL WORKS PROGRAM

ANNUAL REPORT STATUTORY RETURNSQUARTERLY

OPERATIONAL PLAN PROGRESS REPORT

LONG TERM ASSET MANAGEMENT PLAN

ANNUAL BUDGET AND REVENUE STATEMENT

LONG TERM FINANCIAL FORECAST

CORPORATE PLAN 2017-2022

ANNUAL OPERATIONAL PLAN

Council will adopt an approach to civic leadership and decision making whereby economic, environmental, and community considerations are equally embraced for the well-being of present and future generations.


DEVELOPING THE CORPORATE PLAN

THE PROJECTCouncil engaged consultants, Articulous Communications, to assist in the development of the survey, to facilitate the forums, and to assist in the analysis of the results.The Our Cairns project included:

• Engaging with approximately 1500 residents at the 2016 Cairns Show in July

• The Our Cairns Community Survey (conducted 1 - 31 August 2016)

• The Avatar Survey (conducted 1 - 31 August 2016)

• The Compass Research Our Cairns Telephone Survey (August – September 2016)

• The Our Cairns Community Forum (conducted 14 September 2016), and

• The Our Cairns Stakeholder Forum (conducted 15 September 2016)

have your say august 1st - 31ST

Do you support fluoride

being added into the city’s water

supply

Would you use light rail

if it was available in

Cairns

For an additional fee,

would you like an additional bin for green waste

press yes or no

above

press yes or no

above

press yes or no

above

To develop this Corporate Plan for 2017-2022, Cairns Regional Council considered local and regional issues as identified by

the Our Cairns community project and survey which were then explored by Councillors and the executive management team at a series of workshops and discussion forums.

Our Cairns sought to:• engage widely with the local

community, businesses, and other stakeholders across the region to identify their vision and key priorities for Cairns to assist Council to plan for a positive future through the development of its new Corporate Plan

• genuinely understand the community’s values, how people want to live, how people envisage their future, and what’s most important to them.

• identify how Council and the community can work together to meet these key priorities, and how this can be achieved practically

• encourage a greater level of interest and participation from parts of the community that might otherwise not be willing to engage, and

• assess Council’s overall performance and to identify issues on a suburb basis with a view to improving operational services

THE PURPOSE


The community survey, which was self-selecting,

attracted 6446 respondents – an unprecedented result and far in excess of Council’s expectations, given that previous community surveys had only yielded 500-600 responses. The majority (5766) of respondents opted to do the survey online, with 680 completing a hard copy version.Of the respondents who completed the survey, 78% owned property in the Cairns region. The largest age group was aged between 45-54 (23%), and 57% of respondents were female.As part of the survey, participants submitted more than 1200 photographs to depict what they love about

Cairns and what they would like to see in Cairns. The Avatar survey, which was used to identify values, attracted 943 respondents.The telephone survey was a random sample of 300 households structured to reflect the appropriate proportions of the population in the Cairns Regional Council area by age and gender. The two forums were held after the survey to explore the results and look at priorities for the future. The Community Forum was attended by 85 randomly selected residents representing all nine divisions, while the Stakeholder Forum involved 70 representatives from local industry, government and businesses.

PARTICIPATION

OUTCOMES

Clear themes emerged from residents’ responses to a number of questions in the survey which were aimed at identifying a future vision for Cairns

OUR CAIRNS COMMUNITY SURVEY AND TELEPHONE SURVEY

Cairns’s green, tropical and

protected environment is one

of the most strongly held values in the

community.

The community wants their “future

Cairns” to be recognised for being

a green tropical region that values its natural assets, but with greater

economic diversity and a reputation for being a smart region, with less

reliance on tourism for its prosperity.

The environment, liveability and

sustainability were the most important

considerations to meet the

community’s regional needs now and into the future. However, at a very

local level today, the community wanted Council to focus on safety, traffic and

footpaths.

Issues of greatest importance varied across age. Youth

were more concerned about sustainability

and the environment, middle

aged respondents were interested

in liveability and environment, while seniors were more interested in safety

and liveability.

have your say august 1st - 31ST

Do you support fluoride

being added into the city’s water

supply

Would you use light rail

if it was available in

Cairns

For an additional fee,

would you like an additional bin for green waste

press yes or no

above

press yes or no

above

press yes or no

above


COMMUNITY FORUM KEY THEMES • Diversifying and future proofing

the economy• Improving transport options

and easing traffic congestion• Securing jobs for youth • Building a sustainable future

for Cairns• Ensuring clean living,

sustainability and renewable or ‘green’ energy resources

• Protecting the environment and its assets

• Keeping Cairns green• Providing more culture, events

and services• Seeking more regular

communication from Council

STAKEHOLDER FORUM KEY THEMES • Planning for traffic and transport

as a smart city• Continuing to support tourism

but growing the economy in other ways

• Growing education opportunities• Maintaining the lifestyle of Cairns• Looking at other key priorities

including equality and access, diversity, partnerships, and community services

• Building stronger and more partnerships across government and the private sector

• Looking at technologically advanced ways to protect the environment

• Focusing on developing a smart city, using technology and resources to drive innovation

• Ensuring equality in service provision for all members of the community

• Council planning with input from sectors and other groups

• Seeking grants for cultural activities

OUR CAIRNS FORUMSThe Our Cairns forums were conducted over two days during which hundreds of insights, suggestions and ideas were gathered. Generally, the ideas can be clustered under a number of themes:

A green, tropical region that values our natural assets

A region with a diverse economy

A vibrant region with events and activities for

the whole community

A region that has clean air and waterways, sustainable

energy and waste resource recovery

A region where traffic moves and makes it easy for locals

and tourists to get to their destination

A Smart region that uses technology solutions to

support a livable, vibrant, productive, sustainable

community

A region with excellent medical services

and expertise

A region tourists want to visit

A relaxed region, where you can wear short sleeves and sandals and be taken

seriously

A region well connected by public transport

A region with quality education from prep to

tertiary

A region with the technology that makes it possible to compete on the national

and global market

A region that knows how to survive and recover from

natural disaster

An economy led by tourism

47% 28% 24%

23% 20% 20%

18% 18% 16%

15% 10% 9%

9% 4%

FUTURE STRENGTHS OF CAIRNS AS RECORDED IN THE OUR CAIRNS SURVEY.

Respondents wanted Cairns’ future strengths to remain its natural assets and its vibrant events and activities base, but with a diverse economy; flowing traffic; where the region’s sustainability is evidenced in its clean air and waterways, sustainable energy and waste resource recovery; and a Smart region that uses technology to support its lifestyle, community and economy.


STRATEGIC GOALS

Diversification and growth in the economy

Employment growth and tourism numbers

Attendance numbers and economic return on events across the region

Economic policies for development & investment are established

Smart Communities initiatives developed

Our Cairns 2019

Embrace a smart communities

agenda and inspire innovation and

entrepreneurship through access to

technology and resources

Support a strong and

diverse economy

Continue to grow a strong

Tourism economy and recognise its value to the

region

Grow and sustain

employment and education opportunities

Deliver events, activities and performances

that bring economic and

social benefits to the community

HOW WE WILL MEASURE OUR PERFORMANCE

Economic Development & Innovation Strategy

Tourism North Queensland (TNQ) Prioritisation Strategy

Local Government Infrastructure Plan (LGIP)

Smart Communities Action Plan

Babinda and Gordonvale Economic Development Plans

KEY STRATEGIES, PLANS, SERVICES AND ONGOING ACTIVITIES THAT SUPPORT THIS GOAL

1. ECONOMY

STRATEGIC OBJECTIVES over the next 5 years our strategic objectives are

A strong, diversified and resilient regional economy that supports the growth of new and existing industry, business activities and provides long term employment opportunities

WHAT WE WANT TO SEE IN 2022


Reduction of carbon emissions by council

Quality of our waterways

Council’s resource recovery rate

State of Environment Report

Our Cairns 2019

Value and protect Cairns pristine

natural environment

Make better use of our natural

resources

Grow renewable energy sources

Maintain clean air, water and

waste


Water Security Strategy

Cairns Plan

Biodiversity Strategy

Energy Management Plan

Reef Guardian Action Plan

Water Demand Management Strategy



That our iconic natural assets are maintained, enhanced and connectedWHAT WE WANT TO SEE IN 2022

2. NATURAL ASSETS


A safe and secure city that is easy to live in and connected to the worldWHAT WE WANT TO SEE IN 2022

Population growth

Number of ‘open data sets’ available to the community

Our Cairns Survey 2019


Cairns Plan

Economic Development & Innovation Strategy

CBD Master Plan

Integrated Transport Study

Parks and Recreation Strategic Plan

Cultural Plan

Local Disaster Management Plan


Provide equal services, employment

and education opportunities to

everyone

Maintain the regions relaxed

nature

Improve transport

(provide sustainable transport options)

Enhance wellbeing and safety in the community

Ensure our communities are

prepared for disasters by strong community

education and awareness programs

!


3. LIVEABILITY


Increased attendance at council organised events

Community Strategies and Plans implemented

Community participation in engagement activities

Our Cairns 2019


Community Sustainability Grants

Cultural Plan

Cairns Performing Arts Centre (CPAC)

Gallery Precinct

Reconciliation Action Plan

Parks and Recreation Strategic Plan

Libraries Strategic Plan


Culture, heritage and place are

valued, shared and celebrated.

Support a rich and diverse culture

through accessible public facilities and community

initiatives.

Be recognised as the Arts and Cultural Capital

of Northern Australia

Build vibrancy through

community events and activities

Support social and community

groups

A vibrant, inclusive and healthy community with access to services and facilities which reflect its unique character, roles and needs



4. COMMUNITY & CULTURE


An efficient organisation providing best practices service delivery through leadership, effective management of people, assets and finances



Delivery of capital projects in line with key milestones and agreed cost targets

Balanced Budget

Rates Benchmarking

Our Cairns survey 2019

Proportion of on-line customer interaction

Customer Satisfaction Index


10 Year Financial Forecast

Asset Management Plan

Annual Operational Plan

Risk Management Framework

Service Quality Strategy


Promote a safety culture of ‘everyone

home safe & well today and everyday’

Deliver best value customer service to the

community

Encourage an organisational

culture of continuous

improvement and business efficiencies

Collaborate and build working partnerships

between community and

government to plan and deliver better

services

Considered decision-making

based on collaboration,

transparent and accountable leadership

5.SERVING THE COMMUNITY


WATER• Supplying safe, reliable drinking water

to consumers• Collection and treatment of domestic

sewerage, commercial and industrial trade waste

• Planning, maintenance and delivering water and wastewater infrastructure for the community

WASTE (Resource Recovery)• Collection , recycling and disposal of

domestic, commercial and industrial solid waste

• Planning, maintenance and delivering waste infrastructure for the community

Water and Waste has three service delivery areas comprising water supply, wastewater collection and treatment, and waste collection and management.For reporting purposes under National Competition Policy, Water and Waste is classed as providing two significant business activities, these being water and wastewater (collectively) and waste (resource recovery) management.Both the Water and Waste businesses are considered Type 1 business activities under the Local Government Act 2009. Accordingly, these businesses have been commercialised under this legislation and report to Council as such.

BUSINESS UNITS CAIRNS WATER & WASTE

In all undertakings, Water and Waste strives to achieve service provision to the Cairns community in a manner which maximises both Council and community ideals.This is achieved through economic, social and environmental objectives being assessed in all stages of Water and Waste operations from long-term planning through to operational delivery.

WATER & WASTE’S MISSIONTo deliver quality and reliable water, wastewater and waste services that meet the needs of our community.

Cairns Water and Waste (hereafter referred to as Water and Waste) is comprised of two separate commercialised business units of Cairns Regional Council with charters for:


BUSINESS UNITS CAIRNS WORKS Cairns Works Construction (CWC) is a commercialised business unit of Cairns Regional Council. CWC’s mission is to safely construct civil engineering projects for Cairns Regional Council and external clients that are on time, within budget and to specification.

The high level objectives of the CWC business unit are:• Deliver capital works construction projects including transport and drainage infrastructure, and other civil works; and• Undertake construction work for external clients including the Queensland Department of Transport and Main Roads.

NATURE AND EXTENT OF BUSINESS ACTIVITYCWC provides civil engineering construction services to Cairns Regional Council in the areas of:• Transport• Drainage, and• Parks and foreshoresThe Unit also engages in the provision of civil projects to external customers including State agencies and the private sector.

CAIRNS WORKS CONSTRUCTION MISSIONTo safely construct civil engineering projects for Cairns Regional Council and external clients that are on time, within budget, and to specification.

Documents

CORPORATE PLAN 2017-2022 · framed by the lush World Heritage listed Wet Tropics ... • Marketing and Communications ... he Corporate Plan provides direction for Council to achieve